THE ROLE OF LEADERSHIP IN WORK ENGAGEMENT: THE MODERATING ROLE OF A BUREAUCRATIC AND SUPPORTIVE CULTURE

Yasser Arfat, Kashif Mehmood, Muqqadas Rehman, Rashid Saleem

Abstract


Work engagement has been a critical issue to business leaders,
policy makers, human resources managers, supervisors, organizational
consultants, and organizations at large. Rare research has been done
on how leadership styles impact work engagement levels in private
and public sector banks, especially in the context of developing
countries’ varying organizational cultures. The paper offers an
empirical research model on leadership styles: transactional and
transformational leadership and their impacts on work engagement
levels in the presence of the moderating role of bureaucratic and
supportive culture. Approximately 700 self-administered
questionnaires were circulated among employees of private- and
public-sector banks using a simple random sampling technique. The
results reveal that transformational leadership has a stronger positive
influence on work engagement levels only in private-sector banks.
Also, the supportive culture of private banks strengthen the positive
association between transformational leadership and work
engagement levels. Conversely, a bureaucratic culture has been
moderated and has strengthened the relationship between
transactional and work engagement in public-sector banks.


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